End-to-End Governance Yields Award for PNM

Independent research institute INDEKSTAT’s 2025 survey recorded an increase in the net income of PNM Mekaar clients from Rp2.02 million to Rp2.90 million per month, a rise of approximately Rp875,000, alongside an almost 29 percent increase in their business development capacity. This finding substantiates the trust built by PT Permodalan Nasional Madani (PNM) with its 23.3 million underprivileged women clients, as the company was named a recipient of the Indonesia Most Trusted Companies category at The Corporate Governance Perception Index (CGPI) Award 2025 held by SWA Media in Jakarta. The award recognises PNM’s consistency in implementing Good Corporate Governance (GCG) principles, from the board of directors and management to work units and over 43,000 Account Officers serving as the front line in assisting Mekaar entrepreneurs across 58 branch offices in 36 provinces. PNM President Director Kindaris asserted that good governance is not merely an administrative obligation but the foundation for maintaining trust built over decades. “For PNM, good governance is not just about rules that must be fulfilled, but about maintaining trust. Every PNM individual, from the head office to the field, has a role in ensuring business processes are run correctly, transparently, and bring benefits to clients. Because good service must start from a responsible way of working,” Kindaris stated. This compliance culture extends beyond policy and is practised in the field through several concrete mechanisms. PNM implements a Whistleblowing System as a pillar for early detection of potential violations or fraud, while protecting the confidentiality of the reporter’s identity. At the operational level, every Mekaar client group meeting begins with intellectual capital provided by PNM to all its employees and by Account Officers to all clients without exception, wherein the Account Officers pledge to uphold the mandate, disburse financing honestly, not misuse client funds, and not accept any form of gratuity from the clients they assist. This tiered mechanism, from governance policies at the director level to intellectual capital for clients, proves that compliance is not merely a formal document but a work culture consistently practised across all lines of the organisation. With this end-to-end foundation of compliance, PNM is optimistic it can continue to expand the impact of empowerment without compromising its principles of good governance.